Gary, we have had the pleasure of working with W.L. Gore & Associates for nine years, working in partnership with their PR team for footwear and apparel...Gore continues to provide innovation around the globe..the work environment seems to be key to that innovation...enjoyed reading this..

4:36 pm April 2, 2010

Berend Jan Hilberts wrote :

Thanks for sharing these great insights - deepens my understanding of W.L. Gore's practices beyond the chapters in your book. Your final question resonates with me: Why haven't more companies embraced these practices. I can see a couple of reasons:
1. Bill Gore started from scratch, and did not have a legacy business, with many positions of managers that stand to lose a lot from switchting over to a new system of validating their power (bottom up vs. the comfortable top-down). No scientific proof to back this up, but my bet is that in (relative) start-ups like Threadless and Zappos and Netfilx, more of the principles that W.L.Gore represents are incorporated than in decades old legacy businesses,
2. The W.L. Gore case, and similar other ones unfortunately fall on deaf ears because of the different frequency of the arguments and reasons provided on the one side and the frequency of the intended receivers of the message: the command-and-control leaders we would like to adopt these new leadership models.
I recently wrote a post on this latter topic myself, even quoting your inspiring writing and W.L. Gore in the post: http://bit.ly/8qh8DY. The post argues how we need to do a better job explaining the advantages in the language the command-and-control managers understand. I hope you will agree.

10:56 am April 15, 2010

Chris Leithe wrote :

Fascinating article. The reasons I believe that this hasn't really taken hold is because people continue to hold their self worth in material or situational things such as the kind of car they drive or the title that they hold in their business. This, coupled with a desire for control (let's face it, most of us are control freaks) creates a deterrent to the deconstruction of these hierarchies. I think Berend is right in his comment in saying that you really have to start from the beginning to get something like this to work: "You can't make a tub of cold water hot by just adding hot water to it, it's better to drain it and start from the beginning."

What Gore has seemed to do is give their employees essentially a higher purpose to focus their passion on (i.e. they help build passion) through a mission of being a great team player (selflessly helping others) and making sure that every action and innovation is geared towards making the company as successful as possible. I believe that is the key that these processes have tapped into.

When people start vesting their self worth in selfless tendencies (the way that they can help others or their company) it is of no surprise that this structure works. What we need to do in order to get more companies moving to similar models is to encourage and convince people that their self worth should be tied to how good of a human being they are (in this case, how good of an employee they are), and this will drive the passion that will get them out of bed every morning to be and effective team player.

Lastly, I think that one of the most important ideas in this article, which I will call the glue that holds everything together, is accountability. If you say you're going to do something, you do it, and you will be measured by it via your peers. If everyone says you're doing a great job...fantastic keep doing it, but if everyone says you should be doing better...it's time to work harder. Having that sort of a mirror always in front of you is extremely tough (and intense!) but also extremely effective.

7:33 pm July 20, 2010

Kevin Young wrote :

A question more than a comment. All of the associates are owners. How much of an impact do you think this has in terms of their commitment to the greater good of the organization?

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About Gary Hamel's Management 2.0

Gary Hamel is a management author and consultant. His books include “Leading the Revolution,” “Competing for the Future,” and “The Future of Management.” He’s a visiting professor at London Business School and director of the Management Lab.